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DENIZ AKPEÇE OFFENBACK
New York, NY · dakpece@yahoo.com
1
Profile: Senior consultant with eighteen years of change and project management expertise helping organizations execute
strategic projects while enhancing overall effectiveness and efficiency to meet program goals
Expertise:
Program Management
Change Management
Operational Strategy & Execution
Stakeholder Relationship Management
Process Improvement
Business Analysis
MBA -Management; MA -Organizational Communication. Six Sigma Green Belt.
PROFESSIONAL EXPERIENCE
Business Transformation Program & Change Management, Consultant, Current, New York, NY
Vice President, Change Initiatives Program Management, COO Risk, HSBC, 2013-2015, New York, NY
Role: Managed execution of strategic change initiatives within HSBC Risk and Compliance COO organization in
collaboration with Global & US Business Functions.
• Managed the compliance redesign and change program for the Bank resulting in projected savings of $250M. Led the
change and program management team of 9 consultants and 5 subject matter experts in collaboration with business
functions and global stakeholders ensuring successful engagement and delivery.
• Executed the full roll out of end-to-end risk control issue management system and process project managing a team of
consultants and key stakeholders across Risk & other business functions. Developed and managed the PMO function,
automated and streamlined bank-wide control issue management process, governance, and reporting for a key regulatory
compliance requirement for the Bank. Analyzed current processes, identified improvement opportunities, and developed
centralized future state processes with increased governance and effectiveness. Led development of reporting standards,
tools, and metrics; and executed the transition of the Bank’s monthly risk reporting operation.
• Provided execution and change management for operational risk internal controls governance, reporting, and
management for Risk COO and bank-wide operational control issues. Established a prioritized roadmap for the US
Bank’s Compliance change initiatives based on strategic priorities resulting in increased oversight, internal controls, and
integration of programmatic goals, budget, and resources.
• Developed the PMO and change management plans in response to regulatory risk and compliance requirements (audit
findings, MRA/MRIA) and supported quality assurance actions meeting audit and regulatory requirements.
International Relocation & Travel Sabbatical, 2011-2012, Southeast Asia, India, Turkey
Head of Organizational Transformation / Director, Vodafone Group PLC, 2010, Istanbul, Turkey
Role: Managed the Business Transformation Program Office for Vodafone Turkey ($2.46B revenue, 2009) aligned with the
growth strategy and goals working in tandem with country CEO and line of business, and the Global leadership.
• Assessed business change initiatives, prioritized, and developed VF Transformation Program overseeing a portfolio of
over 15 enterprise-wide change projects across business functions (Human Resources, Marketing, Sales, Customer
Services, and Information Technology Departments) with 5 senior manager direct reports.
• Managed the VF Turkey enterprise-wide organizational change program team achieving global operational best
practice standards with increased effectiveness and revenue, and reduced operational costs.
• Directed the change program for the post-acquisition integration strategy and deployment of fixed line operator,
Borusan Telekom (valued at $77M) to realize synergies from integrated communication solutions for fixed and mobile
operations. Developed workplan, governance structure and operational guidelines for customer-facing functions
contributing to increased sales within the first year of integration.
Senior Managing Consultant / Director, Strategy & Change Practice, IBM Global Business Services, Central
Eastern Europe Growth Market Region, 2008-2009, Istanbul, Turkey
Role: Supported growth and capability development for IBM GBS consulting practice in Turkey to achieve Central
Eastern Europe Growth Market targets.
• Led the enterprise-wide change project for a $2M program for the largest, 30K staff workforce, fixed line operator-
company. Engaged CxO leadership and other key stakeholders; assessed current needs and structure conducting
strategy workshops with functional leaders; developed operational process improvement recommendations and high
level concept of operations resulting in implementation of the recommendations as major follow-on work.
• Collaborated with Central Eastern Europe, Middle East, and Africa (CEEMEA) regional leaders, industry and service
practitioners for development, integration, and implementation of market strategies and growth plans for CEEMA
region Global Business Advisory growth markets. Led business strategy and planning efforts for Turkey GBS
consulting industry and functions; developed annual strategy and plans.
Associate/Project Manager, Organization & Strategy Practice, Booz Allen Hamilton, 2001- 2008, McLean, VA
DENIZ AKPEÇE, page 2
2
Role: Project Manager within large-scale and enterprise-wide business transformation and change programs valued up to
$250 million with a scope of up to 118,000-staff workforce organizations.
• Consulted the executive team of a financial organization in Vietnam with 40,000-workforce and 80-million customer
base to develop an integrated tax administration model and system sponsored by a $110 million World-Bank Fund.
Reported directly to Chief Executive and managed the BPR Program; conducted workshops to +100 senior
management; conducted a diagnostic organizational assessment to develop strategic improvements and business
requirements for an integrated system. Conducted +30 interviews and focus groups with line of business function
leaders across the geographies and developed an end-to-end baseline; designed future state requirements and process
models based on global best practices, and delivered a transformation roadmap. The recommendations and work
quality were very well received, and resulted with request for additional work for strategy and execution.
• Led a change team of 12 clients and consultants for restructuring one of the major business units as part of a treasury
agency’s Transformation Program resulting in $200 million annual cost reduction. The Business Unit consisted of
30,000 employees responsible for auditing returns and undertaking collection actions of compliance support for
approximately 44 million taxpayers. The organization and process design effort focused on centralization and redesign
of the organization, standardization and automation of business processes, and workforce planning. Designed and
implemented the new consolidated shared services from 90 to 5 facilities nationwide and developed and executed
change management strategies reducing risks inherent in complex change initiatives.
• Managed the human resources function change program for a consulting company with 18,000-employees leading a
project team of 13 consultants and subject matter experts resulting in efficiencies from shared services and automation.
The process design program focused on consolidation and re-engineering of end-to-end human resources function to a
shared services business model implementing a COTS technology solution –PeopleSoft.
• Managed a business process improvement project for the back-end processes of a 1300-employee organization;
developed PMO standards, conducted process analysis and developed improvement recommendations resulting in
$100M annual savings.
• Supported the U.S. treasury agency senior executives to establish a highly visible International Center for the U.S.,
U.K., Australia, and Canada tax administrations to combat multinational abusive tax shelters. Designed the core
functions, governance/organization structure, and roles and responsibilities of the new Center in line with best
practices. Supported the implementation with 17 Senior Client Executives, which was inaugurated by the
Commissioner of the largest treasury function.
• Worked with the senior executive team of a treasury agency to develop and implement an approach to increase
compliance of large-to mid-size corporations. Developed and managed stakeholder briefings for executive leadership
and 80 senior business unit managers of field operations Nationwide. For implementation efforts, developed the
analytical pilot framework, governance structure, roles and responsibilities, success measures, and reporting structure.
• Worked for federal energy agency to conduct a performance management assessment of its civilian radioactive waste
management business line and its supporting contractor – a 12,000 employee engineering services company with
operations dedicated to designing and constructing a nuclear waste repository. Evaluated management and operational
processes, performance levels; developed implementation plans for strategic planning, performance metrics,
governance, and human capital management. Received an outstanding (100%) audit-rating.
• Co-author of Booz Allen’s industry-renowned Transformation Life Cycle methodology, intellectual capital for large-
scale re-structuring efforts providing integrated change management and technology solutions from strategy
development through execution. Authored business strategy, process re-engineering, organization design, and human
capital management sections from strategy through implementation phases of the methodology.
• Regularly delivered training to Booz Allen consultants on consulting skills and methodologies as a Booz Allen
certified adjunct instructor for the Center for Performance Excellence. Coached junior and new hire consultants.
Intern, Marketing Practice, Hill And Knowlton Inc., 1999-2000, Washington D.C.
Teaching and Research Assistant, Communication Department, University of Memphis, 1997-1999, Memphis, TN
Assistant Account Executive, Statu Advertising, 1995-1996, Istanbul, Turkey
Associate Product Manager, EF Education International, 1992-1994, Istanbul, Turkey
EDUCATION: MBA, The Carey Business School, Johns Hopkins University, Washington, D.C., 2001-2007
MA, Communication, School of Communication, The University of Memphis, Memphis, 1997-1999
BA, School of Communication, Istanbul University, Istanbul, Turkey, 1995
CERTIFICATION/TRAINING: Six Sigma Green Belt; Advanced Consulting Skills Trainer - Booz Allen Hamilton
Center for Performance Excellence. Various Banking Regulatory and Compliance Standards, Risk Management
Standards, Experienced Engagement Management, Business Process Re-Engineering, Organization Design, Commercial
Consulting, Hypothesis-Based Problem Solving, Quantitative Analytical Skills, Project Management, Leadership and
Team Building, Financial Management, Business Development, SPIN Selling, Proposal Development, Interviewing
Techniques, Giving and Receiving Feedback Workshop, iGrafx Process and Simulation
OTHER LANGUAGES: Spanish (basic), Turkish (fluent), Italian (basic)

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Resume_Deniz Akpece_Linkedin

  • 1. DENIZ AKPEÇE OFFENBACK New York, NY · dakpece@yahoo.com 1 Profile: Senior consultant with eighteen years of change and project management expertise helping organizations execute strategic projects while enhancing overall effectiveness and efficiency to meet program goals Expertise: Program Management Change Management Operational Strategy & Execution Stakeholder Relationship Management Process Improvement Business Analysis MBA -Management; MA -Organizational Communication. Six Sigma Green Belt. PROFESSIONAL EXPERIENCE Business Transformation Program & Change Management, Consultant, Current, New York, NY Vice President, Change Initiatives Program Management, COO Risk, HSBC, 2013-2015, New York, NY Role: Managed execution of strategic change initiatives within HSBC Risk and Compliance COO organization in collaboration with Global & US Business Functions. • Managed the compliance redesign and change program for the Bank resulting in projected savings of $250M. Led the change and program management team of 9 consultants and 5 subject matter experts in collaboration with business functions and global stakeholders ensuring successful engagement and delivery. • Executed the full roll out of end-to-end risk control issue management system and process project managing a team of consultants and key stakeholders across Risk & other business functions. Developed and managed the PMO function, automated and streamlined bank-wide control issue management process, governance, and reporting for a key regulatory compliance requirement for the Bank. Analyzed current processes, identified improvement opportunities, and developed centralized future state processes with increased governance and effectiveness. Led development of reporting standards, tools, and metrics; and executed the transition of the Bank’s monthly risk reporting operation. • Provided execution and change management for operational risk internal controls governance, reporting, and management for Risk COO and bank-wide operational control issues. Established a prioritized roadmap for the US Bank’s Compliance change initiatives based on strategic priorities resulting in increased oversight, internal controls, and integration of programmatic goals, budget, and resources. • Developed the PMO and change management plans in response to regulatory risk and compliance requirements (audit findings, MRA/MRIA) and supported quality assurance actions meeting audit and regulatory requirements. International Relocation & Travel Sabbatical, 2011-2012, Southeast Asia, India, Turkey Head of Organizational Transformation / Director, Vodafone Group PLC, 2010, Istanbul, Turkey Role: Managed the Business Transformation Program Office for Vodafone Turkey ($2.46B revenue, 2009) aligned with the growth strategy and goals working in tandem with country CEO and line of business, and the Global leadership. • Assessed business change initiatives, prioritized, and developed VF Transformation Program overseeing a portfolio of over 15 enterprise-wide change projects across business functions (Human Resources, Marketing, Sales, Customer Services, and Information Technology Departments) with 5 senior manager direct reports. • Managed the VF Turkey enterprise-wide organizational change program team achieving global operational best practice standards with increased effectiveness and revenue, and reduced operational costs. • Directed the change program for the post-acquisition integration strategy and deployment of fixed line operator, Borusan Telekom (valued at $77M) to realize synergies from integrated communication solutions for fixed and mobile operations. Developed workplan, governance structure and operational guidelines for customer-facing functions contributing to increased sales within the first year of integration. Senior Managing Consultant / Director, Strategy & Change Practice, IBM Global Business Services, Central Eastern Europe Growth Market Region, 2008-2009, Istanbul, Turkey Role: Supported growth and capability development for IBM GBS consulting practice in Turkey to achieve Central Eastern Europe Growth Market targets. • Led the enterprise-wide change project for a $2M program for the largest, 30K staff workforce, fixed line operator- company. Engaged CxO leadership and other key stakeholders; assessed current needs and structure conducting strategy workshops with functional leaders; developed operational process improvement recommendations and high level concept of operations resulting in implementation of the recommendations as major follow-on work. • Collaborated with Central Eastern Europe, Middle East, and Africa (CEEMEA) regional leaders, industry and service practitioners for development, integration, and implementation of market strategies and growth plans for CEEMA region Global Business Advisory growth markets. Led business strategy and planning efforts for Turkey GBS consulting industry and functions; developed annual strategy and plans. Associate/Project Manager, Organization & Strategy Practice, Booz Allen Hamilton, 2001- 2008, McLean, VA
  • 2. DENIZ AKPEÇE, page 2 2 Role: Project Manager within large-scale and enterprise-wide business transformation and change programs valued up to $250 million with a scope of up to 118,000-staff workforce organizations. • Consulted the executive team of a financial organization in Vietnam with 40,000-workforce and 80-million customer base to develop an integrated tax administration model and system sponsored by a $110 million World-Bank Fund. Reported directly to Chief Executive and managed the BPR Program; conducted workshops to +100 senior management; conducted a diagnostic organizational assessment to develop strategic improvements and business requirements for an integrated system. Conducted +30 interviews and focus groups with line of business function leaders across the geographies and developed an end-to-end baseline; designed future state requirements and process models based on global best practices, and delivered a transformation roadmap. The recommendations and work quality were very well received, and resulted with request for additional work for strategy and execution. • Led a change team of 12 clients and consultants for restructuring one of the major business units as part of a treasury agency’s Transformation Program resulting in $200 million annual cost reduction. The Business Unit consisted of 30,000 employees responsible for auditing returns and undertaking collection actions of compliance support for approximately 44 million taxpayers. The organization and process design effort focused on centralization and redesign of the organization, standardization and automation of business processes, and workforce planning. Designed and implemented the new consolidated shared services from 90 to 5 facilities nationwide and developed and executed change management strategies reducing risks inherent in complex change initiatives. • Managed the human resources function change program for a consulting company with 18,000-employees leading a project team of 13 consultants and subject matter experts resulting in efficiencies from shared services and automation. The process design program focused on consolidation and re-engineering of end-to-end human resources function to a shared services business model implementing a COTS technology solution –PeopleSoft. • Managed a business process improvement project for the back-end processes of a 1300-employee organization; developed PMO standards, conducted process analysis and developed improvement recommendations resulting in $100M annual savings. • Supported the U.S. treasury agency senior executives to establish a highly visible International Center for the U.S., U.K., Australia, and Canada tax administrations to combat multinational abusive tax shelters. Designed the core functions, governance/organization structure, and roles and responsibilities of the new Center in line with best practices. Supported the implementation with 17 Senior Client Executives, which was inaugurated by the Commissioner of the largest treasury function. • Worked with the senior executive team of a treasury agency to develop and implement an approach to increase compliance of large-to mid-size corporations. Developed and managed stakeholder briefings for executive leadership and 80 senior business unit managers of field operations Nationwide. For implementation efforts, developed the analytical pilot framework, governance structure, roles and responsibilities, success measures, and reporting structure. • Worked for federal energy agency to conduct a performance management assessment of its civilian radioactive waste management business line and its supporting contractor – a 12,000 employee engineering services company with operations dedicated to designing and constructing a nuclear waste repository. Evaluated management and operational processes, performance levels; developed implementation plans for strategic planning, performance metrics, governance, and human capital management. Received an outstanding (100%) audit-rating. • Co-author of Booz Allen’s industry-renowned Transformation Life Cycle methodology, intellectual capital for large- scale re-structuring efforts providing integrated change management and technology solutions from strategy development through execution. Authored business strategy, process re-engineering, organization design, and human capital management sections from strategy through implementation phases of the methodology. • Regularly delivered training to Booz Allen consultants on consulting skills and methodologies as a Booz Allen certified adjunct instructor for the Center for Performance Excellence. Coached junior and new hire consultants. Intern, Marketing Practice, Hill And Knowlton Inc., 1999-2000, Washington D.C. Teaching and Research Assistant, Communication Department, University of Memphis, 1997-1999, Memphis, TN Assistant Account Executive, Statu Advertising, 1995-1996, Istanbul, Turkey Associate Product Manager, EF Education International, 1992-1994, Istanbul, Turkey EDUCATION: MBA, The Carey Business School, Johns Hopkins University, Washington, D.C., 2001-2007 MA, Communication, School of Communication, The University of Memphis, Memphis, 1997-1999 BA, School of Communication, Istanbul University, Istanbul, Turkey, 1995 CERTIFICATION/TRAINING: Six Sigma Green Belt; Advanced Consulting Skills Trainer - Booz Allen Hamilton Center for Performance Excellence. Various Banking Regulatory and Compliance Standards, Risk Management Standards, Experienced Engagement Management, Business Process Re-Engineering, Organization Design, Commercial Consulting, Hypothesis-Based Problem Solving, Quantitative Analytical Skills, Project Management, Leadership and Team Building, Financial Management, Business Development, SPIN Selling, Proposal Development, Interviewing Techniques, Giving and Receiving Feedback Workshop, iGrafx Process and Simulation OTHER LANGUAGES: Spanish (basic), Turkish (fluent), Italian (basic)